Business Administration Organizational Behavior
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Subject | Business Administration | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Writer level | College | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Style | APA | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Language | English(U.S.) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Description / paper instructions INSTITUTE OF POST-GRADUATE STUDIES DEPARTMENT OF BUSINESS ADMINISTRATION MAIN EXAMINATION 2018-2019 TITLE OF PAPER: ORGANISATIONAL BEHAVIOUR PROGRAMME AND SEMESTER: MBA SEMESTER1 COURSE CODE: BUS603 TIME ALLOWED: THREE (3) HOURS INSTRUCTIONS
NOTE: you are reminded that in assessing your work, account will be given of the accuracy of language and the general quality of expression, together with the layout and presentation of your responses. THIS PAPER MUST NOl; BE OPENED UNTIL THE INVIGILATOR HAS GRANTED PERMISSION. GOOD LUCK!!! Business Administration Organizational Behavior SECTION A (COMPULSORY) Read the case below and answer the questions that follow.
Corporate America has been undergoing a dramatic transformation in the past decade. Amid the Chaos, researchers are finding renewed interest in values. For example, Jack Welch, Chief executive officer of General Electric, has emphasized ” soft values in the exponential era”. Robert D. Haas of Levi Strauss asserted that ” values provide a common language for aligning a company’s leadership and its people”. Isadore Sharp of Four Seasons Hotels has described values as his company’s”psychic core”. What’s all this talk about values? Has the image of the Stoic, tough minded CEO given way to an image of a flowing rob and sandals? Over the past several decades, Prudent executives have managed by objectives, not values. Talking about shared values was regarded as too “soft” for the Boardroom. Value-talk was resurrected in the 1980s by management thinkers such as Tom Peters and Robert Waterman whose best-seller, “In Search of Excellence”, advocated management revolution based on shared values in the workplace. They stated that ” every excellent company takes the process of value shaping seriously, either buy into the company’s values or get out”. Two types of values-management styles have been identified: make values and buy values. A make-value management style assumes that workers are changeable and, assuming basic intellectual abilities, capable of being socialized to the corporate values. A buy-value management style, in contrast, assumes that one’s values aren’t changeable and looks for people who already share the organisations’s basic values. This leads to the complementary outcomes of control and commitment and produces employee behavior that fulfills stakeholder needs. Some critics contend that the new focus on values is just another passing fad. Research into the issue is difficult. No clear-cut framework has been developed to distinguish organisations with strong values from those without. None-the-less, several studies have been conducted with managers in a variety of organisations to get their opinion on values’importance in the Modern workplace. In one study of 45 senior executives, the investigators found that, with one exception, each of the executives spoke with genuine interest and enthusiasm about shared values. Most respondents said that values were a very significant issue and that they spent a lot of time thinking about and discussing them. One executive in a multi-business corporation referred to values as” the only glue we have”.
—————————————————————- (Answer three questions from this section) SECTION 8 QUESTION 2 2.1 “Autocratic leaders like democratic leaders are not good leaders”, as they fail to meet the leadership qualities desirable to all parties concerned. Critically evaluate This statement using practical illustrations to further clarify this view. {1 0 marks} 2.2 1n view of this dilemma what solutions do to you propose to address the dilemma? In addressing the dilemma also indicate what in your view make an effective leader. {1 0 marks} QUESTION 3 3.1 Discuss how traditional approaches to managing organisations prompted dissatisfaction and demotivation among workers.(1 0 marks) 3.2 To alleviate the Problems in (a), what are the organisational design and other behavior modification techniques that have been used to influence positive attitudes and hence positive performance. (1 0 marks) QUESTION 4
Question: Critically evaluate Lorenzo and Jabhi’s comments in relation to performance evaluation. (20 marks) QUESTION 5 5.1 What is motivation? Why is regarded as the core of management? (1 0 marks) 5.2 Explain the expectancy theory in your own words. How would you apply the theory to motivating Swazi workers? (1 0 Marks) ————————————————————- |
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